ReportWire

Tag: Thought Leadership

  • A CISO’s guide to future-proofing security – Microsoft in Business Blogs

    Setting the stage: Why these conversations matter

    In today’s rapidly evolving threat landscape, security leaders are being asked to do more with less. Shrinking budgets, hiring freezes, and reduced access to critical tools are the new reality for CISOs and their teams. Yet, the expectations have never been higher: business resilience, regulatory compliance, and innovation must all move forward often simultaneously.

    That’s why I sought out Microsoft’s top security minds during Security Summit Days. My goal was to surface the questions that matter most to CISOs to share actionable insights for navigating uncertainty, driving transformation, and building a future-ready security strategy.

    The silo problem: Why integration is non-negotiable

    I started by asking: What’s the biggest challenge facing security leaders today? The answer was unanimous.

    “The biggest challenge for leaders is that a lot of products work in silos… We need to focus more on the ecosystem versus these siloed products.”
    — Emmanuel Taiwo, Microsoft Senior AI Security Solution Engineer Leader

    This resonates with what I’m hearing across the industry. CISOs are expected to manage everything from risk assessments and compliance to incident response and board-level strategy—often with fewer resources and less support1. Integration isn’t optional; it’s the only way to do more with less.

    From reactive to proactive: The AI advantage

    I pressed the team on how organizations can shift from a reactive to a proactive security posture. The consensus? AI is a game-changer.

    “Leaders have moved from a reactive to a more proactive approach… They want to focus more on a proactive approach to know about a vulnerability and threat before it could happen.”
    — Kriti Arora, Microsoft Senior Security & Compliance Solution Engineer

    With budgets tight, CISOs are prioritizing high-impact areas like identity management and zero-trust architecture over broader awareness programs2. AI-driven tools like Microsoft 365 Copilot, Defender, and Sentinel help organizations anticipate threats, automate responses, and visualize their entire attack surface—across cloud, hybrid, and on-premises environments.

    Data at the center: Know what you’re protecting

    With so much data, how do you know what to protect? I challenged the group, and the answer was refreshingly practical:

    “First, you need to understand what is the data that is important for your organization. If you don’t have the knowledge, it is very hard to put controls on it.”
    — Liliane Scarpari, Microsoft Security Solution Engineer

    For CISOs, this means investing in data classification, governance, and compliance, especially as new AI regulations emerge globally. When resources are limited, knowing your “crown jewels” is the only way to focus your defenses where they matter most.

    Security is everyone’s job: Building a security-first culture

    Who owns security in a modern enterprise? The answer: Everyone.

    “I don’t think we could just look at this as an IT professional, a security professional… We have to think about everyone being part of this transformation.”
    — Michael Billy, Microsoft Security General Manager

    Training, awareness, and inclusive practices are essential. But with CISOs stretched thin, it is more important than ever to empower every employee to play their part.

    Real-world impact: What success looks like

    I wanted specifics. What does success look like when organizations get this right?

    “When you bring [in] Sentinel and you’re able to bring these third party applications into that platform, you have cross correlation across everything—that’s immediate response data. In my experience in industry, that’s unheard of. Usually you’re having to pull this data set, pull that data set, and trying to bring them together. It just doesn’t work. With Sentinel and XDR, you’re getting a full picture of your estate quickly and more effectively. Overall, it’s going to take you a lot less time.”
    — Mike Taylor, Microsoft Senior Security Solution Engineer Leader

    The bottom line: Integrated, AI-powered security delivers measurable business value—speed, efficiency, and resilience—even when budgets are tight.

    Responsible AI and continuous improvement

    How do we keep improving? I closed by asking about the future.

    “Go back to the core fundamentals, know your estate, know what data you’re trying to protect. Ultimately, as you prepare for AI, you have to ensure that you have those identities. Make sure you have the data classifications established so you’ll be able to quickly move and pivot.” — Mike Taylor, Microsoft Senior Security Solution Engineer Leader

    Continuous learning, responsible AI, and transparent governance are non-negotiable for leaders who want to stay ahead.

    My takeaways for CISOs, BDMs, and SDMs

    If you are leading security, here is what I would tell you after these conversations:

    • Break down silos. Integration is your best defense.
    • Invest in AI. Use it to anticipate, not just react.
    • Know your data. You cannot protect what you do not understand.
    • Empower your people. Security is everyone’s job.
    • Never stop learning. The threat landscape—and the technology—will keep evolving.

    Continue your security leadership journey

    The journey to future-proofing security does not end here. Each interview in the Security in the Age of AI: A Microsoft Leadership Series offers actionable insights and proven strategies from Microsoft’s security leadership—designed to help you lead with confidence in an evolving threat landscape.

    Explore the full interview series and actionable knowledge directly from Microsoft’s security leaders on the topics that matter most:

    Dr. Kenneth Johnson

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  • How Brain Science Powers Purpose-Driven Change

    When Satya Nadella took over at Microsoft, he didn’t start with strategy or structure. He started with rewiring how people think. 

    Leaders know culture eats strategy for breakfast—but neuroscience is proving culture also sets the table.  

    A 2024 Gallup study shows only about 31% percent of U.S. employees are engaged in the workplace. Engaged employees are more likely to stay with their company longer, take initiative, and deliver better results for customers and colleagues. Gallup stated that its decades of employee engagement research indicates engaged employees produce better business outcomes than those who are not engaged, regardless of industry, company size or economic conditions. 

    What makes employees more engaged? Science suggests that for some people, their brains are simply wired that way. Yet regardless of an individual’s predisposition, creating a supportive corporate culture goes a long way towards boosting all employees’ engagement and helping them navigate change. 

    How employees react to change 

    Different employees react to change in different ways. David Rock’s SCARF model (status, certainty, autonomy, relatedness, fairness) describes the factors that affect how people find some changes threatening while others feel stimulated and empowered. Leaders can increase engagement for long-lasting performance gains when a person’s needs are met and that should focus on the five SCARF components above to boost employee engagement and motivation. 

    Another critical factor to creating an engaged workplace is providing employees with more control over how they perform tasks and make decisions. Paula Davis  recently wrote that autonomy means more than flexibility in when and where you work. It includes more independence in how team members perform tasks, how much decision-making freedom they enjoy, and personal freedom to set and pursue career goals. A lack of autonomy can decrease engagement, motivation, and lead to burnout.  

    You can increase autonomy by:  

    • Providing context for corporate goals and rules so employees understand the backstory. 
    • Empowering employees to make more decisions. 
    • Making sure everyone is on the same page concerning roles, priorities, and strategic direction. 

    3 research-based neuroscience strategies to boost culture 

    Research applying neuroscience to the workplace indicates that leaders who design purpose-driven change can engage their employees’ biological levers, the biological factors including hormones and neurotransmitters, that influence behavior, to improve organizational outcomes.  

    Here are three ways leaders and organizations are applying the principles of neuroscience to modify culture and boost results. 

    1. Nadella’s “Growth Mindset” at Microsoft 

    When Satya Nadella became Microsoft’s CEO in 2014, he inherited a company facing a stagnant, siloed culture, decreased innovation, and a poor competitive position in emerging technologies. Changing the culture was fundamental to turning the company around, and he focused on developing a culture that prioritized curiosity, collaboration, and adaptability.   

    In 2018, Nadella told Inc. that Carol Dweck’s book Mindset inspired the changes he introduced in Microsoft’s culture. Nadella became known for an empowering and empathetic leadership style that created a shared sense of purpose at Microsoft. He embedded the “growth mindset” concept into every leadership conversation, and backed that approach with training that rewarded experimentation.  

    Nadella is recognized as positioning Microsoft as a successful technology company because he promoted inclusiveness, cooperation, and lifelong learning to help overcome the internal resistance to change he faced when arriving at the company. 

    2. Aetna Leverages “Mindful Leadership” Programs  

    In recent years, major organizations such as Aetna, Google, Intel, and SAP, have adopted mindful leadership programs that leverage neuroscience research to improve employees’ and leaders’ productivity and well-being. At Aetna, then-CEO Mark Bertolini offered free meditation and yoga classes to all employees as part of a larger initiative to improve outcomes. Some 13,000 of Aetna’s 50,000+ employees participated. They reported reduced stress by 28 percent while boosting productivity by 62 minutes per week, equating to about $3,000 in annual savings per person.  

    Mindful leadership programs at Google and Intel have increased employee engagement and retention by 20 to 25 percent. Meanwhile, SAP’s mindfulness training achieved 200 percent ROI driven by such factors as lower absenteeism and greater loyalty to the company. These companies, plus Verizon, Facebook, and others, reported programs rooted in neuroscience also boosted client engagement, employee satisfaction, and ultimately their bottom lines. 

    3. Structuring announcements to maximize autonomy cues 

    Recently I worked with a consumer goods manufacturer that needed to restructure their inefficient regional operations and expand their market share in key overseas markets. Their organization redesign created an integrated organizational structure that streamlined decision-making and reduced redundancies. The company moved from siloed teams to a matrixed organization, improving communication, speeding response times, and boosting revenues.  

    For example, the previous organization structure was country-based and did not share product innovations with the region or globe. It also served low strategic value work in a decentralized manner which added cost and inefficiencies. When the right work was centralized and decision rights were made clear at the local and regional level, the organization saw more sustainable wins. 

    With so many changes in the works affecting hundreds of employees, our client wanted to ensure their communications were transparent and effective. They relied on science to help structure their change announcements to maximize autonomy cues. Those targeted communications helped drive faster adoption of those changes. 

    Executive takeaways

    Real-life examples and academic research leaves little doubt that successful executives and entrepreneurs can apply the findings of neuroscience to boost employee engagement and the bottom line. Leaders can use these principles to design change like a behavioral architect: amplify autonomy, reduce uncertainty, and use connection as a force multiplier. 

    Rebecca Ellis is a principal at AlignOrg Solutions.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

    Rebecca Ellis

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  • What it Means to Win the Inc. 5000 Twice

    The first time Steady Solutions made the Inc. 5000, it felt like validation—proof that the grind, the pivots, and the late nights had paid off.

    The second time feels different. It’s not about arrival. It’s about endurance.

    Over the past few years, I’ve written about building under pressure, outgrowing your systems, and choosing foundations over visibility. All of that still holds true. But hitting the list again reminded me that growth isn’t a one-time achievement—it’s a discipline. It demands constant recalibration.

    Growth doesn’t get easier. It gets clearer.

    In the early days, success meant staying alive—win work, deliver, repeat. Today, it’s about predictability and precision. The question isn’t “Can we do it?” It’s “Can we do it consistently, without breaking our people or our systems?”

    Recognition is fuel, not validation.

    Awards open doors. They boost credibility. But they don’t move a schedule or close a gap. The first time, I thought visibility might accelerate us. Now I know—it only amplifies what’s already working. Systems build the business. Visibility just spotlights it.

    Leadership is about letting go.

    When I wrote about scaling under pressure, I was still learning to fire myself from roles I’d outgrown. This year, I learned to lean in further. My job isn’t to run projects—it’s to design the environment where great people can. The more I trust, the faster we move.

    Pressure never leaves. It evolves.

    We’re handling bigger programs, tighter timelines, and more complexity than ever. But pressure is no longer the enemy—it’s the filter. It reveals weak points, sharpens culture, and rewards discipline.

    Making the Inc. 5000 twice is an honor.

    But the real story isn’t the list—it’s the learning that got us back on it. Growth isn’t about getting bigger. It’s about getting better, then doing it again. And maybe the best part is knowing I’m not doing it alone—there are 4,999 other entrepreneurs with the same growth mindset, just a message away.

    We’re maturing. Steady Solutions is evolving from a small business into a mid-market company—with the systems, people, and discipline to match. And this milestone isn’t the finish line. It’s the next stage of becoming who we’re meant to be.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

    Fabien Reille

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  • Stop Working in Your Business and Start Working on It

    As a founder of a third-party warehousing and fulfillment company, I get a lot of exposure to other founders and business leaders. A common theme that seems to plague all business leaders is getting out of the business so you can work on the business.

    If this is a concept you are unfamiliar with, working in the business is the day-to-day operations that are absolutely required to keep the business running. Working on the business involves the non-essential items for daily operations—tasks that are easily procrastinated but essential for growth and scaling. 

    Learning to differentiate between the two is the first step in moving out of the business so you can work on it.

    Let go of the day to day

    All business leaders struggle with this. The day to day is clear, and knowing the next fire to put out is obvious. It is a comfortable place where we achieve immediate, actionable results—a daily dose of dopamine. Founders especially struggle with this because our organization is our baby. Giving up control over the day-to-day can be terrifying—not only for our sense of self-worth and accomplishment but also due to the fear that others may fall short of our standards.

    Regardless of these fears and excuses, it is a necessary and worthwhile adventure to make the transition from being in your business to working on it. It is how you go from having a job to owning a company. It takes your organization from a startup to a true enterprise.

    Create a written framework around company values

    I operated my company, NovEx Supply Chain, for five years before I made a true effort to step out of the business and work on it. At that time, I was wearing so many hats that recovering 50 percent of my time seemed like a monumental feat.

    My first attempt at this was hiring a consultant to come in and help me with processes. That lasted about three weeks and cost me entirely too much money. At the time, I was simultaneously recruiting for a chief operating officer, a position that was new to our organizational chart. It was more than double the salary of any role I had previously had on my staff and even more than my own payroll. Despite the cost, I knew I was going to have to invest in my company if I wanted to create the capacity to grow it.

    While this hire was not a magic button that removed me from the business, it did get us started in the right direction. The COO I hired helped me create a written framework around the values I was already practicing within NovEx. Being explicit with our values gave us more power to guide our growth and staffing. We were able to build a team that I could trust with more of the day to day. Over time we implemented the correct roles to push accountability down the line and free up more of my time to work on the business.

    Set a deadline for transformation

    There were a lot of hiccups along the way. Nearly two years into the process I was feeling frustrated with our progress. My husband had joined the company to assist me with business development, but we still were not growing as I knew we could. He felt like I had the wrong person in the role. We had a theoretical academic when what I needed a tactical operator to build out the standard operating procedures required to complete my transformation from owner and doer to president and scaler.

    By December 2024, I had been on this journey to transition out of the day to day since March 2023. I am a procrastinator by nature. I need firm deadlines to force my hand. So, we planned a 17-day trip to Europe for late June 2025, a trip that would require the business to operate without me. A true deadline for the transformation.

    Overcome the myth of indispensability

    All the tasks I had been holding onto out of fear became critical to transition. The myth of indispensability, the idea that no one could do it like I could do it, had to be overcome. By March it was clear to me that I had the wrong structure in place, and we made a change. The transition felt like a setback, but we were more resilient as an organization than we had been two years earlier. We had not achieved the goals I had set but the progress was real and measurable.  Having a COO helped me to realize that what we really needed was a strong operations manager and an HR director. Together they would be able to finish building out the team and processes so I could focus on growing and scaling the company. 

    I took that trip in June and it went beautifully. My family made amazing memories, and I was able to leave work behind. I answered a few questions and took a few phone calls to show support, but overall, I was disconnected and on vacation. It was the first time in eight years of business that I had taken a true vacation where I didn’t work. I was able to focus on my family with confidence that my clients and employees would be just fine when I returned.

    Your business can’t be dependent on one person

    We still have more progress to make. I am still trying to figure out exactly what leadership structure works for us. I am also still getting comfortable with allowing people to do things at a slightly lower caliber than I would. I take comfort in knowing that I am creating an organization that can exist without me, a true company that isn’t dependent on any one person or role, one that can grow and scale to whatever heights I can imagine for it. That gives me the courage and the power to keep moving forward and working toward my goals.

    Letting go of the day to day didn’t make me less important to my company; it made me more valuable. And it gave me the freedom to build both the business and the life I envisioned.

    Kelsey Hensley

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  • The Power of Empty Space

    We live in a world obsessed with activity. Productivity is glorified, calendars are crammed, and success is often measured by how much we can fit into a single day.

    But what if true progress doesn’t come from filling every gap, but from leaving space?

    In architecture, empty space gives a building balance and elegance. In music, silence gives notes their meaning. In life, pauses create perspective.

    In business, empty space can be the difference between running faster into chaos or slowing down to see new possibilities and giving ideas room to breathe.

    The value of subtraction

    Most companies chase growth by adding more—more meetings, more projects, more noise. However, addition isn’t always progress. Sometimes it’s subtraction that creates clarity.

    Space in business is not wasted time; it’s the fertile ground where creativity grows, where strategy deepens, where courage has room to take shape. 

    Think about how many breakthroughs happen not in the middle of a frantic schedule, but in the quiet moments: during a walk, while reflecting, or even while doing nothing at all. It is in the gaps that ideas breathe. It is in the pauses that vision emerges.

    Lessons from engineering and ancient wisdom

    Empty space in business is also about restraint. Engineers know this well: the essence of their work is to use the least possible to create the most impact. That principle doesn’t only apply to materials or physical resources—it applies to everything.

    From words, to decisions, to the way we use energy. The maturity of a business is shown not by how much it consumes, but by how wisely it chooses where to focus. 

    It’s fascinating to see that this principle is not only found in engineering but has been part of human wisdom for centuries. Ancient thinkers spoke about it in different ways. Taoist masters called it “wu wei,” the art of achieving more by forcing less. In yoga, the practice of pratyahara teaches the power of withdrawal, of creating space by turning inward.

    Both ideas remind us that value often comes from restraint, from the pause, from the silence in between. In our modern world, where everything pushes us to add, consume, and accelerate, these lessons feel more urgent than ever. 

    What would happen if businesses started to measure their value not by the noise they make, but by the clarity they create?

    The courage to pause

    Leaving empty space is countercultural. It means resisting the pressure to be always available, always active, always producing. However, real leadership is not about being the busiest person in the room, it is about having the clarity to see what others miss. Leaders who embrace empty space allow themselves to think bigger, to listen more deeply, and to create with intention. 

    In practice, this could mean fewer but more meaningful meetings, products designed with elegance instead of excess, and business strategies that prioritize focus over distraction. It’s a discipline of less, but better.

    The truth is we cannot keep running businesses—or the world—with the immaturity of “more at all costs.” It drains people, it drains resources, and it blinds us to the possibilities of doing things differently. Space allows us to step back, to challenge old patterns, and to ask better questions. What are we really building? What are we leaving behind? 

    These are not questions you can answer when your schedule is full to the brim. They are the questions that require silence, reflection, and the courage to pause.

    Final thoughts

    The future of business will not belong to those who push the hardest, but to those who know how to hold space. This is space to listen, space to question, space to imagine a new way of working that respects both people and the world we live in. This is space to create value that is not only financial, but also human.

    Empty space is not absence. It is presence of clarity, of meaning, of intention. It is the pause that makes the rest of the music possible.  If business is what makes the world go round, then perhaps the revolution we need is not in doing more, but in learning how to do less with wisdom. The essence of building lies not in filling every gap, but in creating space for what truly matters to emerge.

    Klodian Pepaj

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  • The 5-Minute Personal Brand Audit for Every Entrepreneur

    Your personal brand works around the clock, even when you’re sleeping. Yet most entrepreneurs spend more time monitoring their website analytics than evaluating how they’re perceived in their industry. This oversight can cost you speaking opportunities, partnership deals, and potential customers’ trust.

    According to one comprehensive study of over 1,700 executives worldwide, business leaders attribute 45 percent of their company’s reputation to their CEO’s reputation, and 44 percent of their company’s market value to the CEO’s reputation. Yet despite this massive impact, most entrepreneurs fail to actively manage their personal brand with the same rigor they apply to other business metrics.

    The solution isn’t hiring an expensive brand consultant or overhauling your entire online presence. All you need is five minutes each month to audit exactly where you stand and what needs attention.

    Minutes 1-2: Do a rapid reputation assessment

    Start with the Google test. Search your name and your company name separately. What appears in the first five results? If outdated information, negative reviews, or worse—nothing at all—dominates your search results, you have work to do. Your goal is to control that narrative through valuable content that showcases your expertise.

    Next, examine your LinkedIn profile and recent posts.

    • Does your headline clearly communicate what you do and for whom?
    • Are your recent updates demonstrating thought leadership or just sharing industry news?

    The entrepreneurs who consistently stand out share original insights, not just commentary on others’ work.

    Check your website’s “About” page last. Can visitors quickly understand your background, your unique approach, and why they should care? If your bio reads like everyone else’s in your industry, you’re missing opportunities to differentiate yourself.

    Minutes 3-4: Analyze your authority gap

    Most entrepreneurs discover their biggest opportunity in the space between their expertise and their reputation. You might be solving complex problems daily, but if you’re not sharing those insights publicly, potential clients and partners have no way to recognize your expertise.

    Ask yourself:

    1. What problems do you solve that others struggle with?
    2. What unique perspective do you bring based on your experience?
    3. What advice do people frequently seek from you?

    These answers reveal content opportunities that can strengthen your personal brand.

    The entrepreneurs who build the strongest reputations practice their expertise, document it, and share their learning process. This creates a compound effect where their reputation grows alongside their actual skills and experience.

    Minute 5: Take a content strategy snapshot

    Spend your final minute evaluating recent content across all platforms. Social media posts, blog articles, podcast appearances, and speaking engagements all contribute to how others perceive your expertise. Look for patterns in engagement and feedback. Which topics generate the most meaningful conversations?

    If you’re only creating content sporadically or sticking to safe, generic topics, you’re not maximizing your brand-building potential. The most effective entrepreneurs choose a few core themes (often the same themes that become chapters in their book) and consistently provide valuable insights on those topics.

    Build momentum month by month

    Your personal brand isn’t built overnight, but these 5-minute monthly audits compound over time. Use each session to identify one specific area for improvement. Maybe it’s updating your LinkedIn headline, writing a thought leadership article, or finally organizing your expertise into a comprehensive framework.

    Track your progress by noting changes in how people respond to you online, the quality of opportunities coming your way, and whether industry peers are starting to see you as a go-to expert in your field.

    The 5-minute action plan

    Set a monthly reminder to spend exactly five minutes evaluating your Google results, social media presence, and content strategy. Identify the biggest gap between your actual expertise and your public reputation. Choose one action to bridge that gap before your next audit.

    The entrepreneurs who treat personal branding as seriously as they treat product development consistently see better business outcomes. Your reputation is your most valuable asset—invest these five minutes monthly to protect and grow it.

    Vikrant Shaurya

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  • SWNSN PR launches on Long Island to help local brands | Long Island Business News

    With latest venture, Long Island entrepreneur finds a new leash on life 

    Corey Lieblein launches Big Old Pup, debuting a 5-in-1 hands-free dog leash with mobility support, storage, an[…]

    August 22, 2025

    Adina Genn

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  • Bring Your Nonfiction Book Ideas to Life Without Losing Any Sleep | Entrepreneur

    Disclosure: Our goal is to feature products and services that we think you’ll find interesting and useful. If you purchase them, Entrepreneur may get a small share of the revenue from the sale from our commerce partners.

    Eighty-eight percent of the world’s wealthiest people read for at least 30 minutes per day, according to Business Insider. If you’re an avid reader filled with book ideas you don’t have time to write, Youbooks has the solution.

    This AI-powered non-fiction book generator can turn your ideas into polished manuscripts and, right now, a lifetime subscription to this platform is just $49 (reg. $540).

    Bring your best nonfiction book ideas to life with this AI-powered platform

    Entrepreneurs barely have time to sleep, much less crank out an entire nonfiction book. That’s where Youbooks comes in, offering a convenient way to bring your nonfiction book ideas to life. This AI-powered book generator takes your rough idea and turns it into a comprehensive manuscript, to which you retain full commercial rights.

    All you have to do is provide a brief or detailed description of the topic, and Youbooks takes the power of different AI models ranging from ChatGPT to Gemini and Llama to whip up a full-length nonfiction book up to 300,000 words long.

    If you’re concerned it may sound like a robot wrote it, rest easy knowing you can provide samples of your writing. Youbooks ensures the finished product sounds like your voice and tone. You can even provide your very own research, like documents, transcripts, or memos, so that the finished product can be based on your hard work.

    Thanks to the AI models, your manuscript will include the most up-to-date facts, statistics, and news, as it conducts real-time web searches during the drafting process. You’ll receive a final manuscript in PDF, EPUB, Word, or Markup file format.

    Your lifetime subscription provides 150,000 monthly credits, and each credit equals one word or one uploaded source word. You can also store up to 100 style samples, so Youbooks is ready to write in your style.

    Let your nonfiction book ideas see the light of day with help from this lifetime subscription to Youbooks for just $49 (reg. $540).

    StackSocial prices subject to change.

    Eighty-eight percent of the world’s wealthiest people read for at least 30 minutes per day, according to Business Insider. If you’re an avid reader filled with book ideas you don’t have time to write, Youbooks has the solution.

    This AI-powered non-fiction book generator can turn your ideas into polished manuscripts and, right now, a lifetime subscription to this platform is just $49 (reg. $540).

    Bring your best nonfiction book ideas to life with this AI-powered platform

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

    Entrepreneur Store

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  • Bringing Industry Innovators to Classrooms with Career Connect by Discovery Education

    Bringing Industry Innovators to Classrooms with Career Connect by Discovery Education

    Amy Nakamoto

    General Manager, Social Impact, Discovery Education

    Amy is a dynamic executive, expert in strategic leadership, partnerships, sales, fundraising, staff development, and program management. She has a passion for unique solutions to longstanding challenges and has focused this passion predominantly in education.

    Over her professional career, she has launched initiatives, led growth strategies for companies and nonprofits, and managed organizations with the goal of creating stable and creative programs. Further, she has worked with teams and departments to expand upon great programs and policies that positively impact students, schools, and communities.

    Amy firmly believes there is power in translating a community problem or asset to the greater collective society in which we live in order to create change.

    Amy Nakamoto

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  • 7 Traits Leaders Need to Attain to Visionary Leadership | Entrepreneur

    7 Traits Leaders Need to Attain to Visionary Leadership | Entrepreneur


    Opinions expressed by Entrepreneur contributors are their own.

    Thomas Jefferson had a bold vision as the United States broke away from British rule. Consider his letter to John Adams in 1823, when he said, “I like the dreams of the future better than the history of the past.” Jefferson was contemplative and progressive in emphasizing his dream of a different America. He was a visionary.

    Many others have failed in dogmatic pragmatism. George H. W. Bush had several leadership qualities, such as humility and integrity, but Bush scholars universally agree that he lacked vision. His perspective on the United States was similar to Blockbuster and Kodak: let’s double down on our history and what’s worked in the past.

    Bush is even known for saying that he doesn’t understand “that vision thing.” In his inaugural address, he said there’s no need for the country to “invent a system by which to live.” All we need to do is “act on what we know.”

    There’s utility in traditional thinking, but it becomes a strength overused when you can’t do the other side of the coin — vision. Bush was a one-term president, losing to a relatively unknown Bill Clinton because he lacked an inspirational message.

    So, how can CEOs create a vision so powerful that it ignites organizational transformation?

    Related: Are You a Visionary Leader? Here are 12 Ways to Cultivate and Enhance Your Leadership Vision

    1. Vision from the heart

    In Nietzsche’s words, “Only as an aesthetic phenomenon are life and the world justified eternally.” A vision should only affect us in the way art can, revitalizing the spirit and the selves’ experience, as opposed to the task-oriented and linear nature of day-to-day goals. The executive’s vision is an aesthetic, imaginative idealization that gives meaning to the organization, like an artist moving from a blank canvas to what could be.

    2. Align with the organization’s values

    Unlike strategic objectives, which are rationally derived, visions are values-laden. They give meaning through an ideological goal. Since they are about what should be, they are, by definition, an expression of values and corporate identity.

    Thus, effective CEOs keep the vision malleable in relation to the business landscape but never change the values underneath. Not only that, but their personal values align with the organization and its vision — one reason for doing a values assessment in CEO succession.

    Related: How Great Leaders Communicate Their Vision

    3. Create the vision with others

    The best CEOs have a clear vision that’s tied to their values. It isn’t a fully democratic process because the CEO must believe passionately in it. However, it’s essential that the vision is not unilaterally imposed but rather distilled from the contributions of leaders throughout the organization. The first reason is buy-in from everyone else. The entire company needs to feel it in the heart, too. The second reason is that the organization existed before the CEO and will after the CEO, so the vision must align with the entire organization for continuity.

    Related: How to Engage Employees Through Your Company Vision Statement

    4. Make it valuable to all stakeholders

    Some of the most catastrophic events in history have been the result of a psychopath’s vision. Visions can be powerful, influential and morally corrupt — all at the same time. Conversely, real leaders create a vision that benefits the entire ecosystem, where the rising tide lifts all boats and makes the world a better place. Robert House, from the University of Pennsylvania, defined a greater good vision as “an unconscious motive to use social influence, or to satisfy the power need, in socially desirable ways, for the betterment of the collective rather than for personal self-interest.” This is using the will to power for the betterment of humanity, to shape the future, rather than as a source of ruthless evildoing.

    5. Use the vision to galvanize change

    In academia, there’s a close relationship between visionary and charismatic leadership. Consider House’s Theory of Charismatic Leadership, Bass’ Transformational Leadership Theory, Conger and Kanungo’s Theory of Charismatic Leadership, and Sashkin’s Visionary Leadership Theory. They all emphasize how the most effective visions challenge the status quo and inspire evolution. The CEO evaluates the organization and its context, such as its core competencies and competitors, and through vivid mental imagery, paints a picture of the future.

    Since vision is related to influence and change, it’s easy to understand how Kay Whitmore from Kodak and George H. W. Bush had ineffective visions. They were preventative instead of future-oriented and, therefore, neglected to become bigger, faster, stronger, and even something brand new. They were demotivating instead of galvanizing and failed to energize the organization.

    Related: What Is Transactional Leadership and How Does It Work?

    6. Ensure it’s believable

    Visionary leaders are often bold and risk-taking, as well as imaginative. Like a psychic in Vegas, they’re bold enough to think they can see the future and inventive enough to dream up a new reality that challenges today. With this psychology, the strength overused is that visionary CEOs are often alienated from reality. Conversely, the most effective CEOs are versatile enough to, as inherent in Marshall Sashkin’s theory, balance vision with operational actions. Their visions are inventive, aesthetic, imaginative, bold, and innovative but believable and achievable.

    7. Use the vision for strategic decisions

    Another benefit of vision, besides influence, is that it frames consequential strategic decisions. At Netflix, Reed Hastings could have charged ahead with being the number one DVD-by-mail company in the United States. But, as explained in the book CEO Excellence, the new direction was supported by a vision of transformation. “The big strategic moves that followed made sense in ways they would never have otherwise: moving into video streaming, betting on the cloud, creating Netflix originals, driving exponential globalization, and so on.” The vision justified a series of innovations, decisions, and where the company should focus its limited time and resources.

    In all, the CEO’s highest duty is breathing life into the organization, giving it meaning and harnessing the social forces toward a worthwhile future. Only as an aesthetic phenomenon, not one of logic, power, and control, is an organization’s existence authentic and fully realized. Art reflects life, not just beauty, and an organization’s vision reflects its identity and fulfills its purpose, without which it is lifeless.



    Derek Lusk

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  • How to Become the LinkedIn Thought Leader You're Meant to Be | Entrepreneur

    How to Become the LinkedIn Thought Leader You're Meant to Be | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    LinkedIn is the preeminent platform facilitating connection and network-building among millions of professionals around the world.

    With over 950 million members in more than 200 countries and territories worldwide, it’s easy to feel like your professional identity becomes lost in the crowd. However, the key to rising above the noise lies in finding and owning your thought leadership niche.

    In this article, you will learn the importance of carving out your niche on LinkedIn and explore how identifying and establishing yourself within a specific industry niche can be the game-changer you need to boost your career.

    Related: Avoid These 8 Mistakes Leaders Make on LinkedIn Every Day

    What is an industry niche?

    An industry niche is more than just a buzzword — it’s a strategic focal point within a specific sector that demands specialized knowledge, skills, and expertise.

    This can include particular products, services or even segments of the market that have yet to be adequately addressed by existing players in the industry. At its core, an industry niche represents an opportunity for innovation and differentiation.

    Honing in on a niche is a proactive step toward establishing yourself as a thought leader. Such deliberate focus allows businesses and individuals to distinguish themselves from the competition, creating a unique space that resonates with a specific audience. It’s a conscious decision not to be a generalist but rather an expert in a particular domain.

    Positioning yourself as a go-to authority in a specific realm sets you apart from the broader market. It enables you to address the nuanced needs of a particular audience, fostering a deeper connection with clients, collaborators and stakeholders.

    Essentially, embracing an industry niche is a pathway to unlocking new professional opportunities and fostering meaningful collaborations within your chosen sector. As we navigate the landscape of thought leadership on LinkedIn, it becomes increasingly evident that owning your niche is not just about specialization — it’s a strategic move to shape your brand identity.

    What are the most important industry niches on LinkedIn?

    In a recent industry study by LinkedIn, a comprehensive analysis of user engagement and trends revealed intriguing insights into the platform’s most influential niches.

    According to the study, the top ten industries collectively command a significant portion of LinkedIn’s user base, accounting for approximately 29% of all users. These industries, from technology and finance to healthcare and marketing, serve as hubs for professionals to connect, share insights and establish thought leadership.

    However, it’s crucial to recognize that these top industries are broad, encompassing various topics and niches under each umbrella. While these large-scale industries may attract a substantial audience, the key to making a meaningful impact on LinkedIn lies in drilling down into specific topics that align with your unique expertise and insights.

    Related: 3 Tips to Become a Thought Leader on LinkedIn

    For instance, let’s consider the broad industry of sustainability.

    While working within this overarching field provides ample opportunities for engagement to truly stand out and find your community on LinkedIn, it’s imperative to focus down on specific topics that resonate with your background, interests and expertise. In this context, you might delve into the niche of the circular economy within the broader sustainability umbrella.

    Finding your niche is not only about aligning with a broad industry but also identifying the core topics that genuinely speak to your strengths and interests. Doing so allows you to connect with a more targeted audience who shares your passion and values. LinkedIn becomes a space not just for professional networking but for fostering meaningful conversations within a niche that matters to you.

    Why should you care?

    Finding and owning your niche on LinkedIn isn’t just a recommended strategy — it’s necessary for anyone seeking to maximize their impact on this influential platform.

    LinkedIn continues to see a staggering surge in users and interactions. By defining your niche, you carve out a distinct identity amidst the multitude, allowing you to stand out and have a more significant impact.

    But finding your niche is not just about standing out — it’s about building authority.

    When you focus on a specific topic that aligns with your core career or business objectives, you position yourself as an expert. This intentional specialization enhances your professional credibility and establishes your thought leadership. If you consistently contribute valuable insights within your niche, you can become a go-to resource for industry-related discussions, further solidifying your authority in the eyes of your peers and followers.

    Defining your niche on LinkedIn is also about strategically positioning yourself within a community of like-minded professionals. Identifying and engaging with industry leaders, company founders and subject matter experts within your niche opens doors to invaluable connections.

    These connections will enrich your network and provide opportunities for collaboration, mentorship and knowledge exchange. Connecting with individuals who align with your personal goals and broader community interests ensures that your interactions on LinkedIn aren’t just quantity-driven but rich in quality and value.

    Related: Why You Can’t Ignore LinkedIn for Thought Leadership

    Navigating the LinkedIn landscape with your niche

    In the ever-expanding nature of LinkedIn, discovering and embracing your niche transcends the confines of personal branding — it emerges as a deliberate strategy to thrive amidst the platform’s burgeoning user base.

    Being strategic about your core thought leadership topics, values and the community you represent becomes paramount to enjoying the benefits of LinkedIn. Making an ongoing commitment to curate content and foster engagement will build a community that resonates with your unique voice.

    As you embark on this strategic approach, remember defining your niche is not just a choice. Rather, it’s a pathway to ultimately unlock the full potential of your LinkedIn experience.

    Megan Thudium

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  • An Expert Explains Why You Need a Personal Board of Advisors | Entrepreneur

    An Expert Explains Why You Need a Personal Board of Advisors | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    By the early 2000s, working for a single company for your entire career was rare. The new normal was fluid. Employees became more likely to move between organizations, or even switch industries entirely. Job mobility offers flexibility, but it also leaves many of us feeling overwhelmed and looking for guidance.

    How can we best draw on others’ support as we forge our own careers? I’m a professor of management at Babson College who has spent decades studying how mentors boost individual development and organizational success. After teaching thousands of students and executives, there’s one piece of advice I give everyone:

    You need to build a personal board of advisors to help guide your career.

    A personal board of advisors is a small part of your overall network: It’s a group of people invested in your success who you can turn to for advice and support. Here are five of the most important things to know about building your board of mentors.

    Related: What You Need to Know About Building a Small Business Advisory Board (and Why You Need One)

    Quality is more important than quantity

    A personal board of advisors falls between the solo guru you turn to for every question, and your 500-plus LinkedIn connections. It’s a smaller network of people who care and provide support for you throughout your career, including peers and role models. This network changes over time to reflect what you need at different career stages, as you will rely on them for everything from providing practical advice to advocating on your behalf.

    An extensive contact list does not translate to a better network. Prioritize high-quality connections over high-quantity networks. Try making a list of how many people you actually discuss your career with. You’ll notice it’s smaller than you may have thought.

    Here are the three characteristics to look for in a high-quality relationship:

    1. Positive intent — You and your mentor are both entering with good intentions and assume the best of each other.
    2. Mutuality — You’re both present and engaged when you’re speaking. You have a genuine connection and aren’t just trying to get something out of each other.
    3. Vitality — You leave the conversation feeling energized rather than drained.

    Don’t put all your eggs in one basket

    Everyone benefits from mentoring relationships. My research shows that mentees are happier, more satisfied in their careers, get promoted faster and learn new skills. Mentors get many of the same benefits, plus loyalty among their team and a reputation for supporting others.

    However, a common mistake people make when seeking mentorship (and that companies make when setting up mentorship programs) is relying on one person. More than 92% of Fortune 500 companies have mentoring programs in place. But many of these are 1:1 models, where an employee is matched with a single mentor. That’s a lot of pressure on a single relationship and whether you hit it off.

    More importantly, you need multiple perspectives on your personal board of advisors. Sometimes, you need support from within your organization. Other times, you need an external eye. Sometimes, you want a person who shares your existing interests. Other times, you want someone who shares new interests you’re looking to explore.

    Related: 8 Steps to Creating an Effective Advisory Board

    People are more willing to help than you think

    Reaching out can feel daunting. Everyone’s busy, and it can feel like you’re asking a lot. But research on reciprocity shows that when someone asks for help, our immediate instinct is to offer it. People are flattered to be asked for their advice and mentorship. That doesn’t mean you’ll always get a “yes,” but it should make you feel more confident asking.

    When you reach out or first meet a mentor, think through how you present your story. This is an introduction, not a sales pitch for why this person should mentor. Be honest; if you’re editing your story to strengthen a relationship with a mentor, it might be a sign to seek someone else.

    Take advantage of the moment when you’re new at an organization to reach out to people. There’s never an expiration date on seeking mentorship. But the first few months of a new job offer a natural alignment: It’s when you most need support and when other people are most inclined to give it.

    Your peers are some of your best mentors

    The most underrecognized and underutilized mentors are your peers. As you progress through the ranks into more senior positions, the pool of available mentors above you shrinks. By the time you get to CEOs, who don’t have a boss, peers are the main option to receive mentorship.

    Adding peers to your personal board of advisors is helpful at every career stage. A lot of peer mentorship is informal and spontaneous. Structure, however, can also be helpful. Set up a recurring time to meet, whether it’s once a week or once a year. And, as with other mentors, it’s best to have a diverse group of people with different perspectives.

    Peer mentoring allows us to grow through the advice we receive as mentees, but also as the mentor who’s offering said advice.

    Related: Randi Zuckerberg: Don’t Search for That ‘Pie-in-the-Sky Mentor’

    It’s on you to develop your personal board of advisors

    With the shift toward greater job mobility, companies stopped taking responsibility for cultivating employees’ entire career trajectories. The formal mentoring programs large companies have in place are aimed at developing employees in their role within the organization, not looking out for your career as a whole. You now need to be intentional about building your own career networks. No one will do it for you.

    Many executives I work with feel lonely in their professional journey. Oftentimes, the only person they’ll discuss their career with is their spouse or partner. They come to understand that they haven’t paid enough attention to their own growth and development.

    Even as an expert who teaches about building networks, I sometimes forget to focus on my own. But I remind myself that creating and maintaining quality relationships with multiple mentors is good for me, good for my advisors and good for my employer.

    It’s a win-win-win worth investing in.

    Wendy Murphy

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  • Survive the Startup Graveyard — This CEO Reveals What It Takes | Entrepreneur

    Survive the Startup Graveyard — This CEO Reveals What It Takes | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    From startup to market maturity, there’s much to learn about scaling a business and your career. The harsh reality is that over 90% of startups don’t make it, and nearly 20% fail within the first year. So, if you happen to be among the minority of those who survived the gauntlet of challenges in the early years, first of all, congratulations. Second, you might be at a point where you need to scale in order to grow.

    As CEO of a leading SaaS company, I get a lot of questions about what it takes to grow a company while also learning to scale as a leader. I joined Pushpay in 2016 when the company was experiencing triple-digit growth year-over-year, with about 3,500 customers and less than 200 employees. Fast forward to today — the company is wildly profitable, has more than 15,000 customers, and has 500 proud employees around the globe. On paper, I certainly did advance from a senior manager to CEO in a matter of just six years. Yet the reality is that I had been preparing for a C-suite role for years. From owning my own consulting practice to leading a growing nonprofit organization, I have been investing in professional learning and leadership at every stop, paving the way to my role as CEO.

    Along the way, I’ve learned a few things about what it takes to reach the top — and spoiler alert, they’re all things you can do, too.

    Related: 10 Growth Strategies Every Business Owner Should Know

    1. Invest in mentorship and coaching

    A mentor recognizes your potential and encourages you to reach that potential. Reaching the top is difficult, but it’s even more difficult on your own. Find a mentor who will champion your interests and can act as a good sounding board as you continue to evolve in your career. A good mentor supports and guides you through the ups, downs and everything in between and gives you the nudge you need to accomplish things you didn’t think were possible. Establishing a relationship with a coach is also immensely valuable. A coach can help you develop skills in specialized areas, offer valuable feedback and challenge you to consider different perspectives. There have been times in my career when I was meeting with a mentor or coach weekly — or even daily — depending on the challenge at hand. From a corporate perspective, seek coaches and mentors who understand the challenges of your industry.

    I have received a lot of valuable advice and guidance over the years from these individuals who have influenced my leadership approach. Some tactical examples include:

    Creating a safe place to battle out hardpoints

    In preparation for challenging meetings or discussions, it’s important to practice and refine your talking points in advance. Create a group of trusted people to help you debate topics and use them to help you refine your talking points in advance of a presentation or discussion (think quarterly earnings announcements, investor calls or a business pitch). The entire intent of this group, and these sessions, is to challenge the status quo and to call out the hard points so you have practice in how to respond well.

    Never present a new idea in the boardroom for the first time

    Thoughts and pitches should be circulated and socialized in advance. This allows for an initial temp check and early buy-in so that at the Board meeting, the answer is a quick ‘yes.’ On the contrary, socialization also allows you to understand if there’s a debate to be had and allows people to be prepared to have that debate.

    Involve mentors and advisors in the talent acquisition process

    For most of our VP and above hires, and certainly all of our C-suite hires, I now invite mentors into the candidate review process. They are a critical part of helping build the scorecard and ensure accountability, which has been extremely helpful for me throughout my career. Involving a mentor or advisor also helps ensure you are hiring without bias.

    I attribute much of my success to the many mentors and coaches who have invested in me over the years. As you advance in your career, consider paying this forward by mentoring other aspiring leaders.

    Related: What Meaningful Mentorship For Women Employees Should Look Like

    2. Fail fast

    Taking risks can be terrifying, but to elevate your career, it is necessary to learn how to take calculated risks and embrace failure. Get comfortable with being uncomfortable. Taking risks challenges you and helps you strive for growth — and if you’re not pushing the envelope, you’re not innovating and evolving. Outweighing the risk versus reward is where the balance comes in. Does the potential failure have a significant negative impact on the business, or would it just be uncomfortable? If (and when) you do fail, the important thing is to be able to pick yourself back up, learn from the failure, move forward fast and improve for next time. When you truly embrace this approach as a leader and support it as a part of your culture, you’ll be amazed by the creativity and innovation that follow from your team.

    In fact, at Pushpay, we embrace, what we call a Blameless Culture approach, which actually originated from the healthcare industry. Moving from blame to promoting a culture of accountability creates trust and psychological safety within your organization and supports growth. At Pushpay, this approach has not only shaped our product and engineer development culture but has benefited our entire company as we work together to achieve our mission. One of the earliest examples I can remember of our team modeling a “Blameless Culture” approach was when a senior leader within our engineering team at the time (in our early startup days) accidentally deleted and lost a mountain of code. It was erased and lost forever, which in turn had some downstream impacts. While it felt like a devastating loss at the time, the team immediately shifted to a solution-focused mindset rather than lingering on the action of the individual. The blameless concept, at its core, is really about learning from failures, implementing those learnings to mitigate for the future, and coming together as a team to celebrate the failures as much as the wins.

    Related: Take the Risk or Lose the Chance

    3. Invest in tools that can help you scale

    Operating with a constrained budget is not fun in the early years and often dictates what investments you can make — especially when it comes to corporate tooling. However, one of the best investments you can make is in software and technology that will have a long-term impact on your business and customers. For example, Salesforce was an early investment for us at Pushpay and one that’s paid dividends as we’ve continued to grow and scale. At the time, it felt like the investment was more than we could justify as a company in its infancy. However, our leadership team understood how important it was to set a solid foundation to ensure we had the right tools in place to support customer relations, sales, marketing and more. From a customer and data management perspective, investing in the right tools helped set us up for success against our competitors in the years to come.

    4. Have a continuous improvement mindset

    No one ever has all the answers – not even the CEO. The path to successful leadership is filled with curiosity and continuous learning. There is a big difference between managing a team of five and leading a team of 500. Ask questions, don’t be afraid to admit you don’t know something, and relentlessly pursue knowledge and truth.

    As leaders, it’s also imperative that we maintain an edge for innovation and personal learning, as we’re responsible for inspiring creativity and innovation among our teams. I think it is critical that leaders are intentional about continuing to learn, improve and advance their skills. This is especially true for middle and upper managers, who often need to activate new skills and capabilities to scale departments. Having a continuous improvement mindset leads to small incremental changes that lead to significant improvement over time. What’s one thing you can learn or do today that will help you be a better leader?

    Be proactive in learning about the industry you are in and expanding both your hard and soft skills. Hard skills that are needed and necessary in advancing in most careers are things like data analysis, decision-making frameworks and performance management methodology. Soft skills include executive communication, cross-functional collaboration, networking and building effective business relationships.

    You can broaden your technology skills by achieving certifications and participating in training, conferences and other continuing education programs. Don’t wait for someone to raise their hand to inform you of industry innovations — take the initiative on your own.

    Related: How to Expand Your Business to Over 30 Markets in 5 Years — 7 Tips for Successful Growth

    5. Do the work

    It sounds cliche and almost crass, but there is no substitute for doing the work. In a world where AI is at our fingertips, and outsourcing is normalized — there is no replacement for digging in and problem-solving in an authentic way. Leadership is hard, getting a promotion is hard, and, as I mentioned above — growing and evolving in your career can be challenging. Simply put, successful leaders aren’t successful because of luck. They are successful because they have put in the time and energy and have prioritized hard work and professional growth. I’m not saying the hustle culture is the way to go here. In fact, as a society, I think we have shifted our mindset to better support a more harmonious balance of careers and home life. However, I firmly believe that success comes to those who put in the work, and oftentimes, that means outside of the standard “work day.”

    What are you doing outside the standard nine-to-five to help you grow as a leader? Are you spending some of your nights and weekends on passion projects that are helping propel you forward in your career? Are you initiating time with leaders or influencers in your industry? Much of my growth as a leader has come from a commitment to myself to maximize those moments and be intentional about what and who I am investing time with beyond the standard workday.

    The last piece of advice I would give to anyone climbing the ladder of success is to love what you do. A large part of success comes from finding clear purpose and meaning in your work. When your mind and heart are connected to what you do, this fuels you to come to work each day to do great things.

    Molly Matthews

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  • 5 Books Every Entrepreneur Should Read Before Starting a Business | Entrepreneur

    5 Books Every Entrepreneur Should Read Before Starting a Business | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    There is no one formula to become a successful entrepreneur, and there is certainly not a set path. Entrepreneurship is a journey that is full of immense opportunities but also immense challenges.

    My path to becoming a founder of a unicorn startup was a winding path. I was raised in Kentucky, in the heartland of America, by a single mother in a union household. My mother and grandparents, who helped raise me, encouraged me to read as much as I could from a young age. I was drawn to business and motivational books, which helped create a positive mindset and provided me with one of the first views into the basics of business.

    I was able to scale the first business I founded to unicorn status, a billion-dollar startup. Only 0.1% of companies reach this incredible milestone. The journey was extremely rewarding but filled with many challenges that take a toll on the entrepreneur. That is why you need to be in the right mindset when starting your journey, and as an entrepreneur, you should always look for ways to improve yourself and your business.

    Reading many books from a young age allowed me to self-teach the common principles that make people successful in business and helped me dream big when founding my company. Here are five books that inspired and prepared me for the wild ride of scaling a startup from a $10,000 line of credit to going public on the New York Stock Exchange.

    Related: 3 Books That Made Me 6 Figures That Aren’t About Business At All

    ‘Think and Grow Rich’ by Napoleon Hill

    First published in 1937, “Think and Grow Rich” is one of the most influential self-help books of all time. Andrew Carnegie commissioned the author, Napoleon Hill, who spent over 20 years studying successful individuals, including Henry Ford, Thomas Edison and Alexander Graham Bell, among others. The book outlines 13 principles that can help you achieve wealth and success, such as having a burning desire, having a positive mental attitude and taking massive action.

    The book provides valuable insights into the mindset of successful people and the principles they follow. This is the single most important book that shaped my outlook on success, and I encourage everyone to read Think and Grow Rich. Hill’s message is clear: success is attainable for anyone who is willing to follow these principles.

    ‘The Magic of Thinking Big’ by David J. Schwartz

    My mother always told me to “dream big because it is free.” If you are planning your future, it takes no more effort to dream big. This remains the number one piece of advice I give to aspiring entrepreneurs.

    David Schwartz, in The Magic of Thinking Big, teaches you how to think positively, set big goals and take action. It encourages you to believe in yourself and your abilities and to think outside the box. The book provides practical tips and strategies to help you overcome fear and doubt, build confidence and succeed.

    ‘The Power of Positive Thinking’ by Norman Vincent Peale

    The author, Norman Vincent Peale, was a minister who believed that faith and positive thinking could help individuals overcome adversity and achieve their goals. Entrepreneurs are met with challenges at every turn when starting their endeavors, the book can help you overcome self-doubt and cut through any negativity to maintain a healthy outlook on life.

    Related: 4 Books for Entrepreneurs Seeking to Challenge the Status Quo

    ‘The Fountainhead’ by Ayn Rand

    “The Fountainhead” is a novel that explores the concept of individualism and the importance of following one’s own values and beliefs. The book’s protagonist, Howard Roark, is an architect who refuses to compromise his artistic vision, even in the face of opposition from society. Rand’s novel is a reminder that entrepreneurship requires courage and conviction.

    Mark Cuban famously said in a 2006 interview with C-Span, “I’ll pick it up when I need motivation, but then if I read too far I get too much motivation, and I get too jittery, so I have to put it down.”

    ‘The First Billion is the Hardest’ by T. Boone Pickens

    The First Billion is the Hardest is a memoir by T. Boone Pickens, an industry titan and one of America’s most successful entrepreneurs. The book provides insights into his business philosophy and the strategies he used to build his empire. Pickens shares his experiences and lessons learned, including his failures and successes.

    I was lucky enough to get to know the legendary Boone Pickens. He should serve as an inspiration to all entrepreneurs. He reinvented himself throughout his career and persevered no matter the challenge.

    Just as my own unique path led me to success, others can also find their own way forward, inspired by the wisdom of those who have gone through similar experiences. With the right mindset and a strong desire to learn, the world of entrepreneurship isn’t just a goal but a life-changing adventure.

    Nate Morris

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  • 4 Ways to Avoid Becoming A Nightmare Boss | Entrepreneur

    4 Ways to Avoid Becoming A Nightmare Boss | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    We’ve all had that boss, the one who makes work life so much harder than it needs to be. We all swear we’d never do the same if we were in charge, right? Then, one day, you become the boss — and gasp: you’ve become the nightmare! Or is that just me? Honestly, I think my first step in becoming a better boss was being that nightmare at one point. I saw firsthand the dysfunction it caused, and here’s what I learned.

    No-no’s from a reformed nightmare boss

    Looking back, I can see that I never really set my employees up for success. During my stint as a nightmare boss, I had an amazing team; I just wasn’t an amazing leader. I wanted them to produce perfection (or what I considered perfection) without guiding them in how to do so. I struggled with articulating my vision for their roles and setting expectations. Instead, I would cherry-pick anyone willing to work and just hope they would learn well through trial and error. I have since realized this is a horrible way to onboard anyone. To avoid my mistakes, consider the following.

    1. Don’t try to mold someone to fit a job post

    Just because you like someone or need a new team member immediately doesn’t mean they are right for the job. I own a PR agency, and in this creative industry, some things simply can’t be learned. You either have the talent — as a copywriter, a designer or a media relations guru, for example — or you don’t.

    That’s not to say skills can’t be honed, but it’s essential to learn what people’s strengths are instead of what you’d like them to be. And who knows? Even if they aren’t a fit for that particular job, they may be perfect for another role on your team.

    On the flip side, when you find someone with the right passion and talent, you still have to manage them effectively. I once had an incredible brand director who was so creative and proposed making videos to convey PR lessons.

    This was long before Reels and TikTok, so it was a fantastic, novel idea, and I was all in on proceeding full steam ahead. However, because I didn’t hold her accountable for producing the end result, no videos were ever made! Not one.

    Related: 6 Tips for Hiring the Right People

    2. Don’t fire fast and regret it later

    When people make mistakes — and they will — take it as a teachable moment instead of a reason to cut them loose. This one was big for me. I was hiring fast and firing even faster. That’s no way to run a stable and successful business. Though I wanted people to succeed on their own, I now know that is not how things work.

    People need direction, input and support. When they mess up, that’s the time to teach and redirect so they can improve for the next time. I look back on the talent that was a part of my team, and I regret some of the fast decisions I made, letting them go before trying to show them how to make things work. I have since come a long way in this regard.

    What’s more, following this approach, I can appreciate that sometimes it’s just not a fit, even when you have taken the time to teach. That’s still okay, too, and in making that effort, I can be confident in my decision.

    Related: How to Fire an Employee

    3. Don’t separate yourself

    You and your employees are on the same team, and while there needs to be respect and clear roles, creating a you-versus-them mentality will not be effective. You must be approachable, willing to do the work and ready to share the successes.

    My PR agency is much stronger with a team that feels comfortable sharing ideas, no matter how off-the-wall, and letting me know when something isn’t working or when they have a better solution.

    For example, I’ve been trying to set and streamline operational standards for more efficiency, but having more of a content-oriented brain, organization and I are not the best of friends. This is not true of others on my team who are strong in that area and in the new project management tools we’re implementing.

    So, while I’m leading the charge, others are attending to process details. Not only will this produce better results, but my staff will also take more ownership in use of the software. Win-win!

    Related: 7 Proven Tips for Building Trust and Strengthening Workplace Relationships

    4. Don’t forget that you’re human too

    Both nightmare bosses and dream bosses are human. The difference is that only one of them is likely to admit it. When you misstep, acknowledge it and, if warranted, apologize for it. Showing you’re human doesn’t make you a weak boss; it makes you a more skilled leader and will further cultivate connection among your team than acting infallible ever will.

    Along these same lines is making the effort to do better. Remember when I mentioned teachable moments above? That applies to the boss, too. Things move fast in my industry and probably in yours — when growing a business, we always want to say yes to the client.

    But we need to learn to say “no” when doing so protects our team. Sure, there are times when an immediate turnaround is necessary, or we want to overdeliver to grow the relationship, but setting boundaries with clients and keeping expectations for staff realistic will go a long way toward bridging the gap between a not-so-great boss and a great one.

    Related: Why Vulnerability Is a Strong Business Leader’s Most Powerful Weapon

    The path to dream boss status

    Would I say I’ve achieved dream boss status? You’d have to ask my team to know for sure, but I’m trying my darndest to be, and that’s half the battle! With a bit of intentionality and by avoiding these mistakes, you can channel your inner dream boss too.

    Emily Reynolds Bergh

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  • Don’t Fall Behind: Adaptive Leadership Tips and Strategies | Entrepreneur

    Don’t Fall Behind: Adaptive Leadership Tips and Strategies | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    In today’s ever-changing business landscape, adaptability has become a crucial skill for business leaders. The digital era brings constant innovation and disruption, rendering traditional leadership models inadequate.

    To succeed in this dynamic environment, leaders must embrace adaptive leadership — a transformative approach that enables them to navigate change, foster resilience and drive organizational success. In this article, we’ll explore the concept of adaptive leadership and provide actionable insights supported by research and case studies — all while emphasizing the importance of a people-centered approach.

    Understanding adaptive leadership

    Adaptive leadership is a forward-thinking approach that embraces flexibility, learning and mobilizing people toward a shared purpose. It acknowledges the inherent uncertainty and complexity of the digital era, requiring leaders to develop a deep understanding of the changing landscape and empower their teams to adapt, innovate, and respond effectively to change.

    According to a study conducted by Deloitte, adaptive leadership is essential for managing the challenges posed by rapid technological advancements, shifting market dynamics and evolving consumer preferences. The study emphasizes the need for leaders to develop a flexible mindset and cultivate a culture of resilience in their organizations.

    One popular example of adaptive leadership is the transformation of Airbnb amidst the Covid-19 pandemic. As global travel came to a standstill in 2020, under CEO Brian Chesky’s leadership, Airbnb swiftly modified its business model to meet the changing landscape. The company embraced remote work, prioritized health and safety, and leaned into local experiences.

    This agile response enabled Airbnb to navigate the crisis successfully and identify new growth opportunities. By staying connected with their community, actively listening to customer needs, and quickly adapting their offerings, Airbnb showcased the power of adaptive leadership in overcoming adversity and thriving in a rapidly evolving environment.

    Related: Why an Adaptive Mindset Matters for Entrepreneurs

    Developing leadership agility

    Adaptive leaders must continually develop their own agility as leaders. This involves cultivating a growth mindset and actively seeking opportunities for personal and professional development. Engaging in ongoing learning, attending leadership development programs, and seeking mentorship or coaching are valuable ways to enhance leadership agility. Leaders can effectively navigate complex challenges and inspire their teams to embrace change by continually expanding their knowledge and honing their skills.

    Implementing adaptive leadership

    To implement adaptive leadership effectively, entrepreneurs must lead by example and inspire their teams to embrace innovation and resilience. Strategies such as encouraging a culture of innovation, promoting experimentation and resilience, and leveraging data-driven insights are crucial.

    1. Encouraging a Culture of Innovation: Entrepreneurs should foster an environment that encourages and rewards innovation. By providing space for creative thinking, supporting risk-taking, and fostering a sense of psychological safety, entrepreneurs can empower their teams to generate new ideas, explore uncharted territories, and adapt to changing circumstances. Celebrating and learning from both successes and failures creates a culture where innovation thrives.

    2. Promoting Agility and Experimentation: Adaptive leaders understand the importance of agility and experimentation in the face of rapid change. Encourage your teams to embrace an experimental mindset, where learning from iterative processes and embracing uncertainty is valued. By promoting agility, entrepreneurs can respond swiftly to emerging trends, adjust strategies, and seize new opportunities. This mindset allows organizations to stay ahead of the curve and adapt proactively.

    3. Leveraging Technology and Data-Driven Insights: In the digital era, leveraging technology is crucial for adaptive leadership. Embrace emerging technologies and invest in digital capabilities that enhance business processes, enable better decision-making, and deliver personalized customer experiences. Furthermore, entrepreneurs can harness the power of data analytics to gain insights into customer behavior, identify trends, and make data-driven decisions that ultimately drive growth.

    4. Building Resilient Teams: Adaptive leadership goes beyond individual leaders; it involves building resilient teams that can thrive in dynamic environments. Leaders should create a supportive and inclusive work culture where team members feel empowered and encouraged to take ownership of their work. Promoting open communication, fostering collaboration, and recognizing the contributions of team members are key to building resilient teams. By investing in the growth and well-being of their teams, leaders can create a foundation for adaptability and high performance.

    Related: 20 Ways to Achieve Street Smart Wisdom for Leaders and Entrepreneurs

    Adaptive leadership is essential for entrepreneurs and business leaders in a world of constant change and disruption. By embracing innovation as a driving force, implementing strategies that promote adaptability, and leveraging technology and data-driven insights, entrepreneurs can position their organizations for success in the digital age. Airbnb’s transformation amidst the COVID-19 pandemic exemplifies the power of adaptive leadership in navigating challenges, identifying new opportunities, and fostering resilience. By embodying adaptive leadership principles and cultivating a people-centered approach, entrepreneurs can thrive in uncertainty and lead their organizations to new heights.

    Ryan McGrath

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  • As Pride Month Continues, New Survey Finds Workplaces Can Be Proud – But Still Have Work to Do

    As Pride Month Continues, New Survey Finds Workplaces Can Be Proud – But Still Have Work to Do

    A new study from The Harris Poll Thought Leadership and Futures Practice assesses how LGBTQIA+ employees feel about their employers.


    NEW YORK, June 15, 2023 (Newswire.com)
    –
    June is Pride Month, a time when lesbian, gay, bisexual, transgender, queer, intersex, and asexual people celebrate their culture and their efforts to gain equal rights in society. However, a new survey and report this month from The Harris Poll Thought Leadership and Futures Practice finds that the country’s LGBTQIA+ employees still fear prejudice – while most say their workplaces are headed in the right direction, most of the workers themselves are not yet “out,” fearing reprisals or career hurdles.

    The findings come in “Inclusive Insights: LGBTQIA+ and Work,” which is based on an online study by The Harris Poll conducted between May 26 and June 1, 2023, of a 1,110 sample of LGBTQIA+ adults aged 18 and over in the United States.

    “As the nation celebrates Pride Month, our research found that people in the LGBTQIA+ community do feel they have reason to celebrate, with most feeling that their employers are taking steps to support them personally and professionally,” said Tim Osiecki, Senior Research Manager at The Harris Poll Thought Leadership and Futures Practice. “However, it also shows that most people in the community still don’t feel comfortable in the workplace to truly be themselves, and that those issues are even more prevalent among certain groups.”  

    The survey found that just four in 10 (41%) of queer employees are out to their coworkers, and even fewer (37%) are out to their supervisors or on professional-oriented social media like LinkedIn (31%).

    The survey allowed respondents to cite multiple reasons for that choice, and the most common reasons they cited for their caution were personal preference (52%) or having other priorities (37%). But one in three LGBTQIA+ employees (33%) said they were “concerned about negative reactions from coworkers,” nearly one in four (33%) said they were “concerned it could damage my career” and one in six (16%) said, “my company doesn’t provide a safe environment” for coming out.  

    More than eight in 10 (81%) agree with the statement “My company is moving in the right direction when it comes to LGBTQIA+ inclusion,” and seven in 10 (71%) say, “I believe that my place of employment would hold people accountable for anti-LGBTQIA+ behavior (or I have already seen it do so in the past).”

    The survey also assessed what LGBTQIA+ people believe makes a workplace supportive and safe. Safeguards addressing discrimination and harassment were more valued than any other policy, benefit, or resource, respondents said, with the top two answers being “safe reporting channels for incidents of LGBTQIA+ discrimination and harassment” (89%) and “written disciplinary protocol address incidents of LGBTQIA+ discrimination and harassment” (86%).

    Having those policies in place matters, respondents indicated. Nearly four in 10 (38%) of LGBTQIA+ employees have reported harassment or discrimination related to their identity, but their employer failed to act. Nearly half (46%) have experienced harassment or discrimination but chose not to report it because it felt either unsafe or unproductive to do so.

    The survey indicates that creating an inclusive, safe, and supportive environment where LGBTQIA+ employees can come out appears to have benefits for those employees and, by extension, their employers.

    “Out LGBTQIA+ employees report a more positive and thriving employee experience,” the report said, pointing to significant differences between employees who were out at work and those who have not described their feelings about the workplace. For example:  

    • 69% of “out” workers reported feeling “confident” compared to 53% of those not out.  
    • 64% of “out” workers said they felt “connected to coworkers” compared to 43% of those not out.  
    • 65% of “out” workers said they felt “purposeful” compared to 54% of those not out.  
    • 61% of “out” workers said they felt “invested in company success” compared to 47% of those not out.  

    A common theme across almost all questions was that transgender people experience more workplace difficulties than other people in the LGBTQIA+ community.

    A greater percentage of transgender people said they had reported harassment or discrimination with no action from their employer (57%) and that they chose not to report it because it might be unsafe or unproductive to do so (65%).

    In addition, more than six in 10 (62%) transgender respondents have had a negative experience coming out at work (such as coworkers treating them negatively, feeling emotional trauma, or experiencing negative professional consequences, etc.). Nearly half (47%) of all LGBTQIA+ employees, 52% who identify as lesbian and 50% who are gay, reported sharing the same sentiment.

    People who describe themselves as being LGBTQIA+ and of traditional racial or ethnic minority groups also reported more frequent negative workplace experiences.

    Finally, as Pride Month continues, the survey indicates that organizations should think hard about how they celebrate it.

    “Queer employees seek genuine, whole-hearted Pride Month efforts from their employers,” the report said, noting that while 57% of LGBTQIA+ employees report their company recognizes Pride Month in some way, 62% “think it’s worse to make a halfhearted Pride Month effort than do nothing at all.”

    What does a good Pride Month effort look like? Survey respondents said companies should put their money and public efforts where their words are: The most common recognition is a company-wide email, but what respondents said would be best is donations to LGBTQIA+ causes, with organizing volunteer activities and physical displays of banners and flags as close seconds.

    “Inclusive Insights: LGBTQIA+ and Work,” from The Harris Poll Thought Leadership and Futures Practice, is based on a survey that was conducted online within the United States by The Harris Poll between May 26 and June 1, 2023, among 1,110 LGBTQIA+ adults aged 18 and over. The body of research includes 309 respondents who identify as lesbian, 346 who identify as gay, 380 as bisexual, 94 as transgender, as well 79 who identify as non-binary. Moreover, this survey includes 382 who identify both as LGBTQIA+ and as BIPOC. The report is based on a sample of 696 respondents who are currently employed.

    To learn more about The Harris Poll Thought Leadership and Futures Practice and “LGBTQIA+ and Work,” read the study or subscribe to the newsletter.

    About The Harris Poll Thought Leadership and Futures Practice  

    Founded in 1956, The Harris Poll is one of the longest running surveys in the U.S. tracking public opinion, motivations, and social sentiments. Every year, we poll millions of people on the trends that are shaping our modern world. Building on 50+ years of experience pulsing societal opinion, we design research that is credible, creative, and culturally relevant. Our practice drives thought leadership and unearths trends for today’s biggest brands. We are focused on helping our clients get ahead of what’s next.

    Source: Harris Poll

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  • New Harris Poll Survey Finds 67% of U.S. Employees Have Experienced ‘Therapy Speak’ at Work

    New Harris Poll Survey Finds 67% of U.S. Employees Have Experienced ‘Therapy Speak’ at Work

    American Employees Increasingly Skeptical of Employers’ Intentions, Desiring Genuine Communication Amid Uncertain Economy


    NEW YORK, May 23, 2023 (Newswire.com)
    –
    Two-thirds of American workers (67%) have experienced “therapy speak” at their workplace, according to the “Work & Talk Survey,” the latest research from The Harris Poll Thought Leadership Practice, released today. “Therapy speak” refers to an empathetic-sounding language or tone used as a sign of understanding but often fails with appropriate follow-through.

    Out of those who said they experienced “therapy speak,” 34% said that it came from a direct manager, 33% from company leadership, and 30% from colleagues. The percentage is higher among Millennials, with eight in 10 experiencing “therapy speak” at work (79%).  

    Within the last year, 66% of workers have experienced at least one kind of a cutback, including layoffs (28%), as well as slashed raises, and bonuses (29%). The survey also shows that 37% suffered from reduced spending budgets, 33% from a hiring freeze, and 28% from announcing layoffs.  

    “The data clearly points to a disconnect in the workplace. While employers feel they are connecting empathetically, employees are increasingly skeptical of platitudes that are too often used with no follow through,” said Abbey Lunney, managing director at The Harris Poll Thought Leadership and Futures Practice. 

    Employees reported that their employers were very or somewhat insensitive in the way they approached a situation through communication, especially regarding bad news, including when announcing reduced or eliminated raises, discussing autonomy for remote or hybrid work, and communicating about layoffs. 

    Employer’s catchphrases also did not ring true and came across as disingenuous sentiments. Among the worst was “Your feedback is important to us” with 72% of employers using the phrase, and “We’re all in this together” used 69% of the time. 

    “This matters for building strong relationships, retaining employees, and maintaining productivity,” Lunney said. “There is an opportunity for more genuine engagement that is thoughtful, compassionate, and human to rise above the ‘therapy speak.’”  

    The survey indicates that employees are seeing right through the communications tactics, and they are becoming increasingly skeptical of their employers’ intentions.  

    • 71% of workers: “I can easily see through my company’s ingenuine friendly or empathetic tone in their communications.” 
    • 69% of workers: “It’s hypocritical of my leadership to cut corners in my workplace (e.g., decreasing budgets or hiring); while pocketing in a lot of money in bonuses.” 
    • 55% of workers: “I feel like my employer ‘listens,’ but only to win arguments.” 

    Half of the employees said they are thinking of looking for a new job and have become more resentful and less excited at work. Encountering “therapy speak” in the workplace makes 61% more hesitant to recommend the employer to others, 59% feel less excited about their job, 57% have resentment toward the leadership team, and 55% feel less valued as an employee. 

    How does this make employee-employer relationships feel more transactional and transitory? 

    • 60% of workers: “I noticed that my work relationships (e.g., with my boss, colleagues, business partners, or clients) have become more transactional in nature (i.e., everything is strictly ‘business’) in the last three years.” 
    • 56% of workers: “My company’s caring is very short-lived (i.e., there is no follow-through on plans, etc.).”
    • 55% of workers: “I don’t feel like my employer has my back in difficult situations (i.e., layoffs, reduced or eliminated incentives or benefits, etc.).”

    Finally, the survey found eight in 10 employees say communication at work heavily affects how they feel about their jobs. They would prefer an employer that is more genuine and honest.

    • 79% of workers: “Communication at work heavily affects how I feel about my job.”
    • 81% of workers: “I prefer a genuine and honest communication over ‘therapy speak’ at work.” 

    The survey was conducted online April 28-30, 2023, among 2,075 U.S. adults comprising 810 full-time employees.  

    For more information, please visit The Harris Poll Thought Leadership Practice or subscribe to their newsletter, The Next Big Think, for the latest research. 

    About Harris Poll Thought Leadership Practice 

    Building on 50+ years of experience pulsing societal opinion, we design research that is credible, creative, and culturally relevant. Our practice drives thought leadership and unearthed trends for today’s biggest brands. We are focused on helping our clients get ahead of what is next. 

    About Harris Poll  

    The Harris Poll is one of the longest-running surveys in the U.S., tracking public opinion, motivations, and social sentiment since 1963, and is now part of Harris Insights & Analytics, a global consulting and market research firm that delivers social intelligence for transformational times. We work with clients in three primary areas: building 21st-century corporate reputation, crafting brand strategy and performance tracking, and earning organic media through public relations research. Our mission is to provide insights and guidance to help leaders make the best decisions possible. To learn more, please visit www.theharrispoll.com.

    Source: Harris Poll

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  • Free Webinar | May 11: The Modern Leader’s Guide to Timeless Wisdom | Entrepreneur

    Free Webinar | May 11: The Modern Leader’s Guide to Timeless Wisdom | Entrepreneur

    Looking to transform your leadership? Then join our upcoming live webinar to learn the key principles to help you become a more effective leader.

    Hosted by Susan S. Freeman, author of the new book, Inner Switch: 7 Timeless Principles to Transform Modern Leadership, you will walk away with the skills needed to create positive change in yourself and in your organization, including how to:

    • Apply ancient wisdom principles from yoga to lead with self-awareness and effective communication

    • Cultivate qualities like openness, letting go of reactive patterns, and integration of body, mind, and heart

    • Implement examples and exercises for leadership moments, even without yoga experience

    • Create a safe and trusting environment for collaboration and co-creativity

    • Increase productivity, healthy relationships, and joy in the workplace

    • And more!

    Register now to secure your seat!

    About the Speaker:

    Susan S. Freeman, MBA, PCC, NCC, is an executive coach, team coach, author, and speaker, dedicated to helping leaders expand their influence and change the world by making the “inner switch.” Her groundbreaking approach to coaching creates leadership transformation through the integration of Eastern wisdom derived from more than 25 years of studying yoga and yogic philosophy. Through Susan’s unique Inner Switch™ method, leaders learn how to shift from simply “doing” in the world to first “being” within themselves so they can then authentically influence others.

    Entrepreneur Staff

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  • The Crucial Role Of Whitepapers In Thought Leadership And Industry Influence | Entrepreneur

    The Crucial Role Of Whitepapers In Thought Leadership And Industry Influence | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Thought leadership has proven to be an essential ingredient in establishing authority, building trust and driving innovation in today’s competitive market. In fact, a poll by Marketing Insider Group showed that 71% of marketers have benefitted from thought leadership via increased website traffic. In comparison, 62% have experienced increased lead generation, and 56% noticed increased media mentions. Now that’s impressive!

    So, what exactly is thought leadership, and how do you build yourself as a thought leader in your industry? Let’s dive deep into thought leadership to answer these questions and discover how whitepaper reports can exponentially boost your thought leadership and industry influence.

    Related: What Exactly Is Thought Leadership?

    Understanding thought leadership and its importance in business

    Thought leadership is establishing yourself or your organization as an expert in a specific industry, niche, or topic. This expertise is showcased through creating and distributing high-quality content that provides valuable insights, addresses industry challenges and offers innovative solutions.

    By doing so, thought leaders become sought-after sources of information and inspiration, making their businesses stand out from the crowd. Thought leadership is crucial for businesses for several reasons, but here are the top four benefits of establishing yourself as a thought leader:

    1. Demonstrates expertise: Thought leadership involves sharing content to showcase your unique insights, knowledge and experience. This shows your expertise in your field and leads people to trust you and your brand.
    2. Attracts customers and partners: By sharing valuable, relevant content, you attract potential customers and partners who share your interests and values.
    3. Drives innovation: Thought leaders challenge the status quo, inspiring others to think outside the box and create groundbreaking solutions.
    4. Builds credibility and preference: By providing actionable solutions to industry challenges, thought leadership helps you stand out and position your brand as a reliable information source. This trust translates into a preference for your offerings.

    While there are various forms of thought leadership content, such as blog posts, podcasts, and webinars, whitepapers are particularly effective at showcasing your expertise and building authority. So, let’s dig deeper into whitepapers and their uses for building thought leadership.

    Related: 5 Dos and Don’ts of Thought Leadership Marketing

    The power of whitepapers in establishing thought leadership

    A whitepaper is an authoritative, in-depth report that addresses a complex issue or problem, providing valuable insights and solutions backed by data, research, and expert opinions. Whitepapers are a powerful tool for demonstrating thought leadership for several reasons, including-

    • Prove your expertise and authority: Whitepapers showcase your deep understanding of a topic, positioning you as an expert on the subject.
    • Show your commitment to addressing industry challenges: By addressing pressing issues and offering solutions, whitepapers demonstrate your commitment to improving the industry.
    • Offer data-driven insights to build trust: Whitepapers rely on research, data, and expert opinions to provide readers with credible and valuable information. This eventually builds your credibility and trust.
    • Drive engagement by delivering value: Whitepapers help you engage with your target audience and nurture existing relationships by offering useful information.
    • Generate leads continuously: You can offer a downloadable whitepaper in exchange for contact details or add CTAs in your report to get leads. 41.4% of marketers find long-form content types like whitepapers are effective lead magnets.

    Building thought leadership strategy with whitepapers

    Now that we’ve established the importance of whitepapers in thought leadership, let’s explore how to use them effectively in your thought leadership strategy-

    • Identify your niche: Determine the specific area of expertise you want to be known for, and ensure that it aligns with your business’s core offerings and values.
    • Research and analyze: Conduct thorough research to understand the current landscape, identify gaps in knowledge, and uncover opportunities to showcase your expertise.
    • Develop compelling content: Craft a well-structured, informative whitepaper that addresses a specific problem, offers actionable solutions and provides a clear call to action for your audience. The content may include research reports on the latest trends and other educational content with your expert opinions.
    • Promote and share: Distribute your whitepaper through various channels, such as social media, email marketing and guest blogging, to reach a wider audience and generate leads.

    Remember to engage professionally with those who respond to your whitepaper or talk about it, and also contribute to relevant discussions started by others to build your popularity quickly.

    Many thought leaders have successfully used whitepapers to build their authority and influence in their respective industries. Here are a few successful examples of such thought leaders and their top whitepapers:

    • Mary Meeker: The renowned venture capitalist publishes her annual “Internet Trends” whitepaper, providing valuable insights and predictions about the digital landscape.
    • McKinsey & Company: The global consulting firm regularly releases whitepapers on a variety of topics, positioning itself as a thought leader in the business world.
    • HubSpot: The marketing software company is well-known for its extensive library of whitepapers, offering valuable resources on inbound marketing, sales and customer service.

    The bottom line

    You can now position yourself and your business as a leading authority in your industry with high-quality whitepapers that demonstrate your expertise, build trust and drive engagement. Remember to start with careful planning and research to build and promote compelling whitepapers easily. If things still get tricky, you can always contact an experienced design agency to craft an amazing whitepaper and pave the way to becoming a recognized thought leader in your field.

    Vikas Agrawal

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